Indirect Effect of Job Burnout on Job Engagement

2013 ◽  
Author(s):  
Kotaro Shoji ◽  
Emily Luther ◽  
Roman Cieslak ◽  
Ewelina Smoktunowicz ◽  
Charles C. Benight
Keyword(s):  
Indirect Effect ◽  
Job Burnout ◽  
Job Engagement

The effect of psychological empowerment on job burnout and competitive advantage

2020 ◽  
Vol 18 (1) ◽  
pp. 47-71 ◽  
Author(s):  
Ali Safari ◽  
Arash Adelpanah ◽  
Razieh Soleimani ◽  
Parisa Heidari Aqagoli ◽  
Rosa Eidizadeh ◽  
...  
Keyword(s):  
Data Analysis ◽  
Organizational Commitment ◽  
Competitive Advantage ◽  
Indirect Effect ◽  
Psychological Empowerment ◽  
Job Burnout ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role

Purpose This study aims at investigating the effect of psychological empowerment on job burnout and competitive advantage with the mediating role of organizational commitment and creativity. Design/methodology/approach The statistical population included all the managers and staffs of Tooka Company in Iran, and for data analysis, 120 completed questionnaires were used. Data analysis was carried out by SPSS 18 and Amos 20 software and structural equation modeling method. To test the mediating relationships, bootstrap method was used. Findings The findings showed that psychological empowerment has a significant direct effect on job burnout and competitive advantage. Also, psychological empowerment has a significant indirect effect on job burnout through the mediating role of organizational commitment. In addition, psychological empowerment has a significant indirect effect on competitive advantage through the mediating role of organizational creativity. Originality/value This study is among the first to investigate the relationship between psychological empowerment, job burnout, competitive advantage, organizational commitment and creativity.

scholarly journals Top Executives Work-Life Balance, Job Burnout and Turnover Intentions: Moderated-Mediation with Knowledge Sharing Culture

2021 ◽  
Vol 46 (1) ◽  
pp. 1-22
Author(s):  
Jarrod Haar ◽  
Urs Daellenbach ◽  
Conor O'Kane ◽  
Katharina Ruckstuhl ◽  
Sally Davenport
Keyword(s):  
New Zealand ◽  
Knowledge Sharing ◽  
Indirect Effect ◽  
Turnover Intentions ◽  
Moderated Mediation ◽  
Work Life ◽  
Job Burnout ◽  
Work Life Balance ◽  
Life Balance ◽  
Top Executives

New Zealand top executives are seldom explored, and this paper examines the role of work-life balance (WLB) on top executives’ turnover intentions, with job burnout mediating this relationship. It is expected that top executives with strong WLB will be aided with stronger wellbeing (lower burnout) and stronger work behaviours (lower turnover). Beyond these relationships, knowledge sharing culture (KSC) is included as a moderator and combined, a moderated mediation model is tested. Using data from 126 New Zealand top executives, we find that WLB negatively related to emotional exhaustion, cynicism, and turnover intentions, with cynicism fully mediating the influence of WLB on turnover intentions. A significant moderated mediation effect is found, which indicates that the indirect effect of WLB on turnover intentions through cynicism did vary, with the indirect effect diminishing as KSC becomes stronger. At levels above 0.2SD of KSC, WLB no longer has a significant effect on turnover. The findings add new insights into understanding turnover intentions in New Zealand, especially around boundary conditions of KSC, and highlight the complexity of executive talent retention.

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